Dr Shuping Li uses a behavioral lens to understand leadership processes and their consequences. Most notably, she examines how leaders behave and make decisions by exploring the macro-level institutional influences (e.g., formal regulations), the firm-level corporate governance antecedents (e.g., ownership structure), and the individual-level microfoundations (e.g., leaders’ dispositional features). A notable convergence of the streams concerns looking for multi-level factors that interact to shape leaders’ employment risk and their subsequent decisions on firm competitiveness (e.g., corporate social responsibility and innovation). Focusing on worldwide firms, she has several papers published at Academy of Management Journal, Strategic Management Journal, and Journal of Applied Psychology.